Dell: If you look at the global market, we have 42 percent of themarket, about 23 percent market share. But in the other 58 percentof the market, we only have 6 percent market share - so there is abig opportunity for us in that 58 percent. Some key countries forus are China, Brazil, and Germany. Our growth in Asia in the firstquarter was over 60 percent. We are seeing growth in both Asia andEurope that's significantly faster than in the United States.

AW: How do you plan to evolve as you get into new
areas that require different ways of doing business?
Dell:
One of the things we have learned as we have gone intomarkets outside the United States is that there are theserefinements and adjustments that occur because each market is alittle bit different. It's just like each product area can be alittle bit different. One of the beauties of the direct-businessmodel is that you have this incredible feedback from the customer.So it is a very fast and responsive system that makes sure - solong as you listen very, very carefully - the customer will tellyou.

AW: A lot of companies - particularly old-economy companies -seek advice on your style. Is it easier said than done to pick outtheir problems and fix them?
Dell:
If you look at a company like ours, it hasn't beenaround that long - relatively speaking. We are a 17-year-oldcompany. If you were referring to a start-up, you would say that isa long time, but in the history of most companies, 17 years is not.We have traveled a lot of ground, though. What has happened to alot of companies is that the pace of change has accelerated onthem, and it has gotten beyond their planning system or theorganization's ability to deal with it. So you have thishyperchange or turmoil that exists in industry, which isaccelerated by technological change.